Auditoria de recursos humanos nas PME portuguesas

Ao longo dos tempos que a economia tem sofrido mudanças a nível global, e é possível verificar que as empresas estão constantemente a adaptar-se a essa mudança. Fruto dessa adaptação, os recursos humanos, que são uma das partes fundamentais de uma empresa pois representam a sua mão-de-obra, têm tido um papel junto da mesma significativamente alterado ao longo do tempo. De facto, não só o papel dos recursos humanos tem sido diferente ao longo do tempo, a própria gestão de recursos humanos evoluiu significativamente, a par da própria evolução das várias estruturas organizacionais. Tudo isto se relaciona com a necessidade de encontrar métodos de diferenciação, de adquirir vantagem competitiva, ou de conseguir obter mais valor num mercado cada vez mais competitivo a todos os níveis. Assim, embora hoje em dia se assuma de um modo geral que os recursos humanos são realmente uma fonte de valor, capazes de fazer com que a sua empresa se diferencie, e capazes de criar vantagem competitiva, a verdade é que para que tal seja possível é necessário uma gestão dos mesmos que o possibilite. A gestão de recursos humanos traduz-se sobretudo nas suas práticas, tais como o recrutamento ou a formação, e para que essas práticas tenham o melhor efeito possível é necessário que as mesmas sejam avaliadas de forma imparcial, ou seja, independente. É neste contexto que surge a Auditoria de Recursos Humanos, que se pode resumir a uma avaliação aos recursos humanos e à sua gestão dos pontos de vista legal, funcional, e estratégico. Com o objectivo de verificar se, no contexto português, as empresas pensam nos seus recursos humanos como um recurso que acrescenta valor se gerido adequadamente, e se apostam neste tipo de auditoria como forma de avaliar o paradigma dos seus recursos humanos, foi elaborado um questionário e enviado a empresas distinguidas com os estatutos PME Líder 2014 e PME Excelência 2014 pelo IAPMEI. As conclusões do estudo indicaram que embora as empresas acreditem que os recursos humanos acrescentam valor, apostando na sua motivação, formação, avaliação de desempenho e satisfação, as mesmas não fazem questão em obter a certificação dos seus sistemas de gestão de recursos humanos e não utilizam a auditoria de recursos humanos como uma ferramenta de gestão.

Developing and validating a measure of the strength of the HRM system: Operationalizing the construct and relationships among its dimensions

The four studies in this article introduce a questionnaire to measure Strength of the HRM System (HRMSQ), a multidimensional construct, theoretically developed by Bowen and Ostroff (2004). Strength of the HRM System is a set of process characteristics that lead to effectiveness in conveying signals to employees that allow them to create a shared meaning of desired and appropriate work behaviours. Nine characteristics are suggested, grouped in three features: Distinctiveness, Consistency and Consensus. Study 1 developed and tested a questionnaire in a sample of workers from five different sectors. Study 2 cross-validated the measure in a sample of civil servants in a municipality. These two studies used performance appraisal as the reference HRM practice and led to a short version of the HRMSQ. Study 3 and Study 4 extend the HRMSQ to several common HRM practices. The HRMSQ is tested in two samples, of call center and several private and public organizations‟ workers (study 3). In study 4 the questionnaire is refined and tested with a sample from a hotel chain and finally cross-validated with two other samples, in the insurance and batteries sectors, leading to a longer version of the HRMSQ. Content analysis of several interviews with human resource managers and the Rasch model (1960, 1961, 1980), were used to define and select the indicators of the questionnaire. Convergent, discriminant and predictive validity of the measure are tested. The results of the four studies highlight the complexity of the relationships between the proposed characteristics and support the validity of a parsimonious measure of Strength of the HRM System.

Avaliação de desempenho docente: Contributos para as práticas de avaliação na escola

Tese de Doutoramento em Ciências da Educação (Especialidade em Desenvolvimento Curricular)

Formação e avaliação de desempenho: contributos para o desenvolvimento profissional

Tese de Doutoramento em Ciências da Educação (Especialidade em Desenvolvimento Curricular)

Avaliação de desempenho no Theatro Circo: criação de um Balanced Scorecard

Projeto de mestrado em Estudos de Gestão

A gestão do desempenho como prática de implementação participada de um plano estratégico: o caso do Banco de Moçambique

Dissertação de Mestrado em Políticas Desenvolvimento dos Recursos Humanos

The benefits of limited feedback in organizations

In most firms, managers periodically assess workers' performance. Evidence suggeststhat managers withhold information during these reviews, and some observersargue that this necessarily reduces surplus. This paper assesses the validity of thisargument when workers have career concerns. Disclosure has two effects: it exposesthe worker to uncertainty about future effort levels, but allows him to use current effortto influence his employer's beliefs about future effort. The surplus-maximizingdisclosure policy reveals output realizations in the center of the distribution, butnot in the tails. Thus, it is efficient for firms to reveal some but not all performanceinformation.

Pelkkää puhetta vai oikeaa kehittämistä - Kehityskeskustelujen merkitys osaamisen kehittämisessä

Tämän pro gradu -tutkielman tavoitteena oli tutkia mikä on kehityskeskustelujen merkitys työntekijän osaamisen kehittämisessä ja miten henkilöstö itse kokee kehityskeskustelujen merkityksen. Teoriaosuudessa tarkastellaan osaamista organisaation ja yksilön osaamisen kannalta, osaamisen johtamisen ja osaamisen kehittämisen näkökulmasta sekä kuvataan kehityskeskusteluja ja niiden merkitystä. Empiirinen osa on tehty kvalitatiivisena tapaustutkimuksena. Tutkimuksen tulokset osoittavat, että tutkimuksen kohdeorganisaation työntekijöillä on myönteinen suhtautuminen kehityskeskusteluihin. Kehityskeskusteluilla ei kuitenkaan ole merkitystä työntekijöiden osaamisen kehittämisessä. Kehityskeskustelujen merkitys on vähäinen, koska niissä ei paneuduta osaamisen kehittämiseen. Keskustelujen tulosten seuranta puuttuu ja näin ollen ne jäävät vain yksittäisiksi keskusteluiksi ilman kehittämiseen kohdistuvaa jatkuvuutta.

Tietoperustaisten HRM-käytäntöjen, luottamuksen ja suorituskyvyn suhde suomalaisessa organisaatiokontekstissa

Henkilöstöjohtamisen käytännöillä on merkittävä vaikutus organisaation johtamiseen ja tätä kautta menestymiseen. Hyvin suunnitellut ja toteutetut käytännöt ovat osaltaan vaikuttamassa yrityksessä vallitsevaan luottamukseen. Hyvä sisäinen luottamustaso puolestaan heijastuu myös organisaation ulkoiseen luottamukseen. Tietoperustaiset HRM-käytännöt ovat keskeisessä roolissa juuri nyt, koska työelämä ja työn tekeminen ovat murrosvaiheessa ja muutosten nopeus kiihtyy entisestään tietointensiivisten työtehtävien lisääntyessä. HRM-käytäntöjä on tutkittu paljon aiempien vuosikymmenten aikana. Tietoperustaisten henkilöstöjohtamisen käytäntöjen tutkimusta on ollut jonkin verran 2000-luvun alun jälkeen. Henkilöstöjohtamisen käytäntöjen suhdetta luottamukseen ja suorituskykyyn on myös tutkittu. Sen sijaan vielä ei ollut tehty tutkimusta, jossa yhdistetään tietoperustaisten henkilöstöjohtamisen käytäntöjen, luottamuksen ja suorituskyvyn suhde. Tämän tutkimuksen tarkoitus on selvittää tietoperustaisten HRM-käytäntöjen, luottamuksen ja suorituskyvyn yhteyttä. Tutkimuksen pääpaino on tietoperustaisten henkilöstökäytäntöjen suhde luottamukseen. Tutkittavat tietoperustaiset henkilöstöjohtaminen käytännöt liittyvät rekrytointiin, osaamisen kehittämiseen, suoritusarviointiin ja palkitsemiseen. Tutkimukseen osallistui 246 Suomessa toimivaa yritystä. Kyselytutkimuksen lisäksi tutkimuksessa käytettiin taloudellisia tietokantoja yritysten suorituskykyä kuvaavien tunnuslukujen määrittämisessä. Tutkimus on määrällinen ja se perustuu tilastollisten menetelmien ja analyysien käyttöön. Tutkimuksessa saatiin selville, että tietoperustaisilla osaamisen kehittämisen ja suoritusarviointien HRM-käytännöillä on positiivinen vaikutus luottamukseen. Tietoon pohjautuvilla henkilöstöjohtamisen käytännöillä voidaan siis rakentaa parempaa luottamustasoa organisaatioissa.

Assessing evaluative measures for Internet-based courseware

Although there is a consensus in th~ literature on the many uses of the Internet in education, as well as the unique features of the Internet for presenting facts and information, there is no consensus on a standardized method for evaluating Internetbased courseware. Educators rarely have the opportunity to participate in the development of Internet-based courseware, yet they are encouraged to use the technology in their learning environments. This creates a need for summative evaluation methods for Internet-based health courseware. The purpose ofthis study was to assess evaluative measures for Internet-based courseware. Specifically, two entities were evaluated within the study: a) the outcome of the Internet-based courseware, and b) the Internet-based courseware itself. To this end, the Web site www.bodymatters.com was evaluated using two different approaches by two different cohorts. The first approach was a performance appraisal by a group of endusers. A positive, statistically significant change in the students performance was observed due to the intervention ofthe Web site. The second approach was a productoriented evaluation ofthe Web site with the use of a criterion-based checklist and an open-ended comments section. The findings indicate that a summative, criterion-based evaluation is best completed by a multidisciplinary team. The findi~gs also indicated that the two different cohorts reported different product-oriented appraisals of the Web site. The current research confirmed previous research that found that experts returning a poor evaluation of a Web site did not have a relationship to whether or not the end-users performance improved due to the intervention of the Web site.

Human Resources Development in Higher Education in Kerala

The study is entitled “HUMAN RESOURCES DEVELOPMENT IN HIGHER EDUCATION IN KERALA”. The concept “Human Resource Development” is of high value in business and industry and has been used and applied since years. In industry and business the 'human' element is considred as a resource and hence its development and protection is very essential and inevitable. Of all the factors of production, human resource is the only factor having rational faculty and therefore, it must be handled with utmost care. Right recruitment, right training and right induction followed by faultless monitoring and welfare measures are but decisive factors in business and industry. Altogether there is a constant attention up on human factor there. But this is not a practice at all in education. So far there has not been any such measure of care and close watch and performance analysis of human resource on education front. This may be the main reason for lack of accountability in the sphere of education. The present study reveals the importance of introducing HRD practices in higher educational institutions in Kerala. In order to promise human capital formation through education, it is basic requirement. The higher educational institutions must follow the method of industry and commerce because education can be treated as an industry in service sector. There also we can follow the methods of right recruitment, right training and promotion, delegation, performance analysis and accountability checking of human resource. HRD is a powerful idea of transformation of human being into highly productive and contributing factor The HRD of students is the sum total of HRD of teachers. Reminding the primordial usage 'Yatha Raja Thadha Praja’ the quality of faculty resembles in students. The quality of administrative staff in colleges also affects the quality of higher education. Hence, it is high time to introduce the managerial method of HRD with all its paraphernalia in higher educational institutions so as to assure proper human capital formation in higher education in India.

Human Resources Development in Higher Education in Kerala

The study is entitled “HUMAN RESOURCES DEVELOPMENT IN HIGHER EDUCATION IN KERALA”. The concept “Human Resource Development” is of high value in business and industry and has been used and applied since years. In industry and business the ‘human’ element is considred as a resource and hence its development and protection is very essential and inevitable. Of all the factors of production, human resource is the only factor having rational faculty and therefore, it must be handled with utmost care. Right recruitment, right training and right induction followed by faultless monitoring and welfare measures are but decisive factors in business and industiy. Altogether there is a constant attention up on human factor there. But this is not a practice at all in education. So far there has not been any such measure of care and close watch and performance analysis of human resource on education front. This may be the main reason for lack of accountability in the sphere of education. The present study reveals the importance of introducing HRD practices in higher educational institutions in Kerala. In order to promise human capital formation through education, it is basic requirement. The higher educational institutions must follow the method of industry and commerce because education can be treated as an industry in service sector. There also we can follow the methods of right recruitment, right training and promotion, delegation, performance analysis and accountability checking of human resource. HRD is a powerful idea of transformation of human being into highly productive and contributing factor The HRD of students is the sum total of HRD of teachers. Reminding the primordial usage ‘Yatha Raja Thadha Praja’ the quality of faculty resembles in students. The quality of administrative staff in colleges also affects the quality of higher education. Hence, it is high time to introduce the managerial method of HRD with all its paraphernalia in higher educational institutions so as to assure proper human capital formation in higher education in India.

Personnel Management Practices in the Kerala based Scheduled commercial Banks

The thesis entitled Personnel Management Practices in the Kerala-Based Scheduled Commercial Banks. Personnel management function is of cardinal importance, requiring a sophisticated and scientific approach. In a labour-intensive, service industry like banking. Productivity and ultimate profitability of the entire organization depend considerably on the effectiveness with which personnel management function is executed; and the prudence with which personnel problems are handle. The main objectives of the study are to understand the current status of personnel management functions in the banks and to evaluate the practices in the light of the principles and theories of personnel management so as to identify the strengths and weaknesses. The universe of this study is the eight Scheduled Commercial Banks based in Kerala. The major limitation of the study is that as State Bank of Travancore, the lone public sector bank based in Kerala did not grant permission for collection of data, this study had to be confined to private sector banks only. Almost the entire data used for this study are primary and were collected from the files and other records or the concerned banks. This report has chapters dealing with the functional areas of personnel management such as determination of human resource requirements, recruitment and selection, training and development, performance appraisal, promotions and compensation. Findings reveal that the practice of personnel management in the Kerala-based private sector scheduled commercial banks has not gained a degree of sophistication compatible with its role in modern business management.

La sabiduría como competencia gerencial

Aunque el concepto de sabiduría ha sido ampliamente estudiado por expertos de áreas como la filosofía, la religión y la psicología, aún enfrenta limitaciones en cuanto a su definición y evaluación. Por esto, el presente trabajo tiene como objetivo, formular una definición del concepto de sabiduría que permita realizar una propuesta de evaluación del concepto como competencia en los gerentes. Para esto, se realizó un análisis documental de tipo cualitativo. De esta manera, se analizaron diversos textos sobre la historia, las definiciones y las metodologías para evaluar tanto la sabiduría como las competencias; diferenciando la sabiduría de otros constructos y analizando la diferencia entre las competencias generales y las gerenciales para posteriormente, definir la sabiduría como una competencia gerencial. Como resultado de este análisis se generó un prototipo de prueba denominado SAPIENS-O, a través del cuál se busca evaluar la sabiduría como competencia gerencial. Como alcances del instrumento se pueden identificar la posibilidad de medir la sabiduría como competencia en los gerentes, la posibilidad de dar un nuevo panorama a las dificultades teóricas y empíricas sobre la sabiduría y la posibilidad de facilitar el estudio de la sabiduría en ambientes reales, más específicamente en ambientes organizacionales.